Agenda of Waitematā Local Board - Tuesday, 18 July 2023

Waitematā Local Board

18 July 2023

Approval of the 2023/2024 Waitematā Local Board Infrastructure and Environmental Services Work Programme

File No.: CP2023/08349

Te take mō te pūrongo

Purpose of the report

1. To approve the 2023/2024 Waitematā Local Board’s Infrastructure and Environmental Services work programme.

Whakarāpopototanga matua

Executive summary

2. This report presents the Waitematā Local Board’s Infrastructure and Environmental Services work programme and associated budgets for approval for the 2023/2024 financial year.

3. The work programme provides a three-year view that demonstrates the phasing or continuation of programme delivery over the 2021/2022, 2022/2023 and 2023/2024 financial years. 2023/2024 is year three of the three-year cycle.

4. The work programme responds to the outcomes and objectives identified in the Waitematā Local Board Plan 2020.

5. In June 2023, the Governing Body adopted the council’s 2023/2024 budget, which has reduced some council budgets, including local board budgets. To remain within the local board’s reduced budget, reductions have been required to the programme that was approved in principle from through the 2022/2023 allocation report. These reductions were workshopped with the board in May and June 2023 and adjusted following feedback received.

6. The work programme has been developed through a series of workshops between November 2022 and June 2023, where the local board provided feedback to staff on programme and activity prioritisation.

7. The local board indicated its support for the following activities to be delivered in 2023/2024, with budgets as listed below:

· Bike hub - Queens Wharf - $25,000

· Climate Action Activator - $30,000

· Climate Action Network - $11,000

· Kia rite kia mau - climate preparedness and resilience for school communities - $15,000

· Low Carbon Lifestyles - $30,000

· Newmarket / Middleton stream restoration - $6,250

· Schools treasuring Waiōrea - $15,000

· Te Wai Ōrea lake and wetland restoration - $15,000

· Urban Ark strategic plan implementation - $40,000

· Waipapa Stream restoration - $20,000

· Waipāruru Stream restoration - $5,000

· Waitītiko / Meola Creek restoration - $21,000.

8. The proposed work programme has a total value of $233,250, which can be funded from within the board’s total locally driven initiatives (LDI) budget for the 2023/2024 financial year.

9. The proposed work programme also includes $120,000 in regionally funded asset-based services capital expenditure for the following coastal renewals programme:

· Wairangi wharf - $120,000

10. Updates on the delivery of this work programme will be provided through the board’s quarterly performance reports.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) whakaae / approve its 2023/2024 Infrastructure and Environmental Services work programme and associated budgets, as summarised in the table below (Attachment A to the agenda report):

Activity name	2023/2024 budget for approval
Bike hub - Queens Wharf	$25,000
Climate Action Activator - Waitematā	$30,000
Climate Action Network - Waitematā	$11,000
Kia rite kia mau - climate preparedness and resilience for school communities	$15,000
Low Carbon Lifestyles - Waitematā	$30,000
Newmarket / Middleton stream restoration - Waitematā	$6,250
Schools treasuring Waiōrea	$15,000
Te Wai Ōrea lake and wetland restoration	$15,000
Urban Ark strategic plan implementation - Waitematā	$40,000
Waipapa Stream restoration	$20,000
Waipāruru Stream restoration	$5,000
Waitītiko / Meola Creek restoration - Waitematā	$21,000
Total	$233,250

b) tuhi ā-taipitopito / note that a carry forward of $11,000 has been requested to enable delivery of the 2022/2023 Waitematā Waste Away programme to be completed in the 2023/2024 financial year.

c) tuhi ā-taipitopito / note the allocation of $120,000 asset based services capital expenditure budget towards the Wairangi wharf programme in the 2022/2023 financial year.

Horopaki

Context

11. Each year, the local board decides which activities to allocate its annual budget toward through a series of workshops. The local board feedback in these workshops has informed the development of the Infrastructure and Environmental Services work programme (Attachment A).

12. In June 2023, the Governing Body adopted the council’s 2023/2024 budget, which has reduced some council budgets including local board budgets. This reduction has meant cuts to programme that was approved in principle from through the 2022/2023 allocation report, including reduced funding to individual activities, or stopping activities. These cuts were workshopped with the board in May and June 2023.

13. The proposed work programme responds to the outcomes and objectives identified in the Waitematā Local Board Plan 2020. The specific objectives reflected in the work programme are:

· increase the biodiversity of our land, streams and ocean

· support Waitematā being a low carbon community

· increase our urban ngāhere (forest)

· minimise waste

· improve our air and water quality and clean our waterways.

14. The following adopted strategies and plans also guided the development of the work programme:

· Waitematā Local Board’s Becoming a Low Carbon Community: An Action Plan (2015)

· Live Lightly Regional Programme

· Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan

· Mahere ā-Rohe Whakahaere Kaupapa Koiora Orotā mō Tāmaki Makaurau - Regional Pest Management Plan

· Te Rautaki Ngahere ā-Tāone o Tāmaki Makaurau: Auckland’s Urban Ngahere (Forest) Strategy

· Te Mahere Whakahaere me te Whakaiti Tukunga Para i Tāmaki Makaurau / Auckland Waste Management and Minimisation Plan 2018.

15. The development of the work programme has been informed by staff assessments and identification of local environmental priority areas, and feedback received from the local board at workshops.

Tātaritanga me ngā tohutohu

Analysis and advice

16. The proposed work programme is made up of activities continuing from previous financial years, including annually occurring events or ongoing programmes. It also includes new initiatives supported by the local board. These programmes contribute towards the delivery of the Waitematā Local Board Plan 2020 environmental objectives, as detailed above.

17. The work programme (Attachment A) provides a three-year view that demonstrates the phasing or continuation of programme delivery over the 2021/2022, 2022/2023 and 2023/2024 financial years.

18. This report seeks local board approval for budgets and activities in year three of the three-year work programme (2023/2024).

19. The proposed activities for delivery as part of the board’s 2023/2024 Infrastructure and Environmental Services work programme are detailed below, alongside indicative plans and budgets for the 2023/2024 financial year:

Bike hub - Queens Wharf - $25,000

20. The board has indicated it would like to continue supporting the operations of the Queens Wharf bike hub in the 2022/2023 financial year.

21. The funding provided by the board ensures predictable operating hours for users. Auckland Transport and the City Centre Targeted Rate contribute $25,000 respectively to the bike hub to support annual operating costs including:

· wages for a qualified mechanic to perform bike repairs

· staff costs to coordinate the volunteer programme

· consumables and spare bike parts

· marketing of the bike hub

22. The bike hub helps Waitematā communities to make positive choices for sustainable living and reduction of their ecological footprint. This programme engages the community in education and skill sharing around repair and resource recovery and enables an active transport option at a low cost.

23. The board allocated $25,000 towards this programme in 2022/2023. Staff recommend the board allocate $25,000 to the programme in the 2023/2024 financial year.

Climate Action Activator - $30,000

24. The local board has indicated that it would like to continue to support the climate action activator programme in the 2023/2024 financial year. This programme will continue to implement the community climate action plan that was developed in 2020/2021. This work will help achieve the local board’s commitment to reduce climate impacts through guiding local action in response to the climate emergency.

25. The activator will:

· continue to lead the implementation of the climate action work programme across the local board area, and report on implementation progress in alignment to the board’s community climate action plan outcomes

· support a range of community-led and local business low carbon activities aligned to the community climate action plan

· leverage existing community networks and build partnerships, working with the local climate action network to align the work programme with community groups and events

· work with mana whenua and mataawaka to identify and deliver low carbon outcomes for Māori

· create opportunities to amplify local low carbon activities and encourage greater action towards reducing carbon emissions.

26. This project aims to reduce emissions by enabling implementation of priority actions in the board’s community climate action plan, including reducing energy use, increasing access to active transport, changing purchasing habits and reducing carbon footprints.

27. The board allocated $40,000 to this programme in the 2022/2023 financial year. The board has indicated that it will allocate $30,000 towards this programme in 2023/2024. This reduced budget will reduce the number of activation hours delivered in 2023/2024 but still allows for the outcomes described above to be delivered on.

Climate Action Network - $11,000

28. The board has indicated it would like to continue to support the climate action network programme in the 2023/2024 financial year. The climate action network (previously known as the low carbon network) is a collection of individuals, households, groups and businesses operating within Waitematā Local Board area that promote, support and implement community level low carbon activities.

29. The network provides an opportunity for networking and collaboration for residents, businesses and practitioners undertaking low carbon activities in or connected to the local board area, as well as a forum for promoting and hosting low carbon events.

30. This network will continue to be supported by a community climate action broker, who will empower members of the network. A stronger community resilience to climate change will be achieved through building community connections and sharing skills.

31. The programme will help implement the local climate action plan in collaboration with the local board and neighbouring climate action networks. In particular, the climate action network will help achieve the local board’s commitment to reduce climate impacts through guiding local action in response to the regional climate emergency.

32. In 2022/2023 the local board provided $11,000 to fund this programme. Staff recommend that the board allocate $11,000 towards this programme in 2023/2024.

Kia rite kia mau - Climate preparedness and resilience for school communities - $15,000

33. The board has indicated it would like to continue to support the Kia rite kia mau - Climate preparedness and resilience for school communities programme in the 2023/2024 financial year. This programme teaches schools and students about the common Auckland hazards and how to be prepared through a Te Ao Māori lens.

34. This programme is delivered by Sustainable Schools and Auckland Emergency Management in partnership. The natural hazards education module is then followed by a climate action education module, empowering students to understand the link between climate change and natural hazards and create community action for better preparedness and resilience.

35. The budget will include contract delivery hours for the education components and action planning as well as educational resources for the Kia rite kia mau programme and climate action initiatives.

36. This programme raises student and school community awareness of their local natural hazards, and how to be prepared for emergencies. It empowers students to take climate action and grow resilience, while influencing their families and wider community to adopt climate ready behaviours.

37. In 2022/2023 the local board provided $15,000 to fund this programme. Staff recommend that the board allocate $15,000 towards this programme in 2023/2024.

Low Carbon Lifestyles - $30,000

38. The board has indicated it would like to continue to support the Low Carbon Lifestyles programme in the 2023/2024 financial year. The programme will continue to engage in conversation with residents on their doorstep in targeted low-income areas in Waitematā to encourage behavioural changes that will help reduce carbon emissions.

39. In the past, this programme has focused on behavioral changes that help residents to maintain a dry, warm home at least cost. In 2023/2024, the programme will focus on encouraging sustainable transport use. Residents will receive personalised advice and resources to help them travel sustainably from home to work and other places they regularly go. They will receive a HOP card pre-loaded with $20 through a partnership with Auckland Transport.

40. In 2022/2023 the local board provided $30,000 to fund this programme. Staff recommend that the board allocate $30,000 towards this programme in 2023/2024.

Newmarket / Middleton Stream restoration - $6,250

41. The board has indicated it would like to continue to support the Newmarket/Middleton Stream restoration programme in the 2023/2024 financial year.

42. The work has been jointly funded with Ōrākei Local Board as the stream passes through both local board areas. Ōrākei Local Board has a higher proposed investment of $9,000 for the 2023/2024 financial year as more of the stream is in the Ōrākei Local Board area.

43. This programme supports a community-led initiative to implement the restoration plan for Newmarket Stream that involves weed control, animal pest control and native planting. This restoration work will continue to improve biodiversity and enhance the waterway by mitigating issues such as contamination, erosion and sedimentation.

44. In 2022/2023 the Waitematā Local Board provided $6,250 to co-fund this programme, while Ōrākei Local Board contributed $10,000. Staff recommend that the Waitematā Local Board allocate $6,250 towards this programme in 2023/2024.

Schools treasuring Waiōrea - $15,000

45. The board has indicated that it would like to continue supporting the Schools treasuring Waiōrea programme which supports local schools to be inspired, engaged and empowered to undertake investigations within the Western Springs Reserve and take action to improve native biodiversity and water quality.

46. Through this programme, schools will be engaged to take part and teachers will be empowered to utilise the area as an ongoing teaching and learning resource.

47. This programme is designed for the following outcomes:

· connecting schools and students with the values of the Western Springs waterways and park

· improving biodiversity through reducing pest populations and undertaking native planting

· raising student awareness of the local environment

· leveraging outcomes of other local environmental restoration groups and programmes, such as Urban Ark Manawa Taiao, Adopt a Park and Wai Care

· empowering students to take action and influence their families and wider community to adopt sustainable behaviours for the environment

· supporting student wellbeing through connecting them with nature.

48. In 2022/2023 the local board provided $15,000 to fund this programme. Staff recommend that the board allocate $15,000 towards this programme in 2023/2024.

Te Wai Ōrea lake and wetland restoration - $15,000

49. The board has indicated it would like to continue to support the Te Wai Ōrea lake and wetland restoration programme in the 2022/2023 financial year. This restoration programme will continue to improve Te Wai Ōrea lake and wetland. The following activities are planned for 2023/2024:

· plant maintenance and inspections

· planting preparation and follow up

· weed control

· a community planting day, involving lake edge planting

· wetland planting trials.

50. Implementation of the restoration plan will protect this significant waterway with the urban environment from contamination, erosion and sedimentation. The work will also improve lakeside amenity and water quality and provide habitat for native species in the lake.

51. In 2022/2023 the local board provided $20,000 to fund this programme. As there is less area in need of planting and restoration, staff recommend that the board allocate $15,000 towards this programme in 2023/2024.

Urban Ark strategic plan implementation - $40,000

52. The board has indicated it would like to continue to support the Urban Ark strategic plan implementation programme in the 2023/2024 financial year. This programme will continue to expand the work of Urban Ark Manawa Taiao through funding for a coordinator, facilitator costs and resources.

53. Funding for this project will support community groups to restore native habitat and protect native biodiversity by undertaking pest control and planting native trees and shrubs.

54. Urban Ark Manawa Taiao is a collaborative community-led initiative that works at a landscape scale, currently working across both Waitematā and Albert-Eden Local Board areas. The group helps to coordinate and support community conservation groups in the central suburbs of Westmere, Point Chevalier, Kingsland, Western Springs, Morningside and Grey Lynn, with a goal of providing habitats where indigenous wildlife can thrive.

55. The programme has been jointly funded with Albert-Eden Local Board. The Albert-Eden Local Board have indicated support for allocating $40,000 towards this programme in 2023/2024. Staff recommend that the Waitematā Local Board also allocate $40,000 towards this programme in 2023/2024.

Waipapa Stream restoration - $20,000

56. The board has indicated it would like to continue to support the Waipapa Stream restoration programme in the 2023/2024 financial year. This programme will continue pest plant control and replacement native planting along Waipapa Stream. The community will continue to be involved to help with weeding, mulching, planting, water quality testing and pest animal control and monitoring.

57. This programme is a key initiative to achieve the local board objective ‘improve our air and water quality and clean our waterways’.

58. Benefits of the project include increasing terrestrial and aquatic biodiversity by creating ecological corridors and restored riparian margins and empowering local communities to advocate for their natural environment.

59. In 2022/2023 the local board provided $20,000 to fund this programme. Staff recommend that the board allocate $20,000 towards this programme in 2023/2024.

Waipāruru Stream restoration - $5,000

60. The board has indicated it would like to continue to support the Waipāruru Stream restoration programme in the 2023/2024 financial year. This programme will continue to implement the ecological restoration plan for Waipāruru Stream, which was commissioned by the Waitematā Local Board in 2019.

61. Pest animal and plant control will be carried out to protect the native flora and fauna present in the riparian margins. The Waipāruru stream has been planted to capacity at this stage, so the project will now focus on maintenance for previous years’ planting.

62. The programme will reduce erosion and water contamination and improve biodiversity while providing a green corridor for native species.

63. In 2022/2023 the local board provided $10,000 to fund the programme. Staff recommend that the board allocate $5,000 towards this programme in 2023/2024. This reduced budget will fund pest control and infill planting, and no new areas will be planted in 2023/2024.

Waitītiko / Meola Creek restoration - $21,000

64. The board has indicated it would like to continue to support the Waitītiko / Meola Creek restoration programme in the 2023/2024 financial year. This programme will support local community groups and schools across the Albert-Eden and Waitematā Local Board areas in their work to restore the riparian margins of the Waitītiko Awa.

65. The programme will encourage new groups through community events and education, and create linkages to local pest control initiatives. This programme supports a catchment approach to restoring the Waitītiko Stream by empowering community and school groups to undertake water quality monitoring and riparian restoration planting.

66. This project is jointly funded with Albert-Eden Local Board as the stream passes through both local board areas. Albert-Eden Local Board has a proposed investment of $18,000 for the 2023/2024 financial year.

67. Staff recommend that the Waitematā Local Board allocate $21,000 towards this programme in 2023/2024.

Activities carried forward from 2022/2023:

Waitematā Waste Away - $11,000

68. A carry forward has been requested for the Waitematā Waste Away programme from the 2022/2023 year. In 2022/2023, the board provided $41,000 to support a local waste minimisation action group to further support local businesses to enable waste reduction, including single-use food containers, and to grow a diverse network of ShareWaste champions to help reduce food waste. Due to contractor capacity and delays to the opening of the Waiōrea Community Recycling Centre, this work was not able to be fully completed within the financial year.

69. A carry forward of $11,000 has been requested to complete the programme within the first quarter of the 2023/2024 financial year.

Tauākī whakaaweawe āhuarangi

Climate impact statement

70. In June 2019 Auckland Council declared a climate emergency and in response to this the council adopted the Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan in July 2020.

71. Each activity in the work programme is assessed to identify whether it will have a positive, neutral or negative impact on greenhouse gas emissions and contributing towards climate change adaptation.

72. Table 1 outlines the activities in the 2023/2024 work programme that have an impact on greenhouse gas emissions or contribute towards climate change adaptation.

Table 1: Climate impact assessment of proposed activities

Activity name	Climate impact
Bike hub - Queens Wharf	This programme aims to reduce emissions by increasing community uptake of active transport and reducing carbon footprints. The project also aims to increase community resilience through sustainable living and increased community connections.
Climate Action Activator - Waitematā	These programmes focus on initiating and supporting community climate action which involves local residents reducing or responding to climate change in personal lifestyle or local community-based ways.
Climate Action Network - Waitematā
Kia rite kia mau - climate preparedness and resilience for school communities	This programme will focus on supporting school communities to take positive steps for climate action and climate emergency readiness.
Low Carbon Lifestyles - Waitematā	This programme aims to reduce emissions by lowering household energy consumption and by supporting a shift towards eating more local and plant based food and reducing food waste. The programme also has the potential to also reduce household travel emissions through encouraging behaviour change.
Schools treasuring Waiōrea	The education component of this programme will directly link student action to carbon measures, linking adaptation behaviours and increasing community resilience for the future.
Urban Ark strategic plan implementation - Waitematā	This programme helps to support groups that undertake native tree planting and restoration. They also promote animal pest control. A reduction in animal pests will reduce browsing pressure on trees and increase carbon sequestration.
Waipapa Stream restoration	When freshwater ecosystems are healthy and thriving, they provide many ecological services such as flood mitigation, habitat for native biodiversity, and carbon sequestration through riparian plants.
Newmarket / Middleton Stream restoration - Waitematā
Waipāruru Stream restoration
Te Wai Ōrea lake and wetland restoration
Waitītiko / Meola Creek restoration - Waitematā

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

73. The work programme was developed through a collaborative approach by operational council departments, with each department represented in the integrated team that presented the draft work programme to the local board at a series of workshops.

74. In particular, the attached Infrastructure and Environmental Services work programme reflects the integrated activities developed by Environmental Services, Healthy Waters and Waste Solutions.

75. Stream restoration programmes such as Newmarket/Middleton Stream, Te Wai Ōrea lake and wetland restoration, Waipāruru Stream and Waitītiko/Meola Creek restoration will be undertaken on park land and therefore staff will work closely with the Parks, Sports and Recreation and Community Facilities departments.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

76. The projects proposed for inclusion in the board’s Infrastructure and Environmental Services work programme will have positive environmental outcomes across the Waitematā Local Board area. Particular focus areas for the 2023/2024 work programme include the city centre, Grey Lynn, Te Wai Ōrea lake and wetland, Newmarket, Parnell and Westmere.

77. The projects noted above align with the 2020 local board plan outcome ‘Waitematā is future-focused, green and resilient to climate change’. The proposed work programme has been considered by the local board in a series of workshops from November 2022 to June 2023. The views expressed by local board members during the workshops have informed the recommended work programme.

Tauākī whakaaweawe Māori

Māori impact statement

78. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader obligations to Māori.

79. The work programme includes activities that aim to deliver outcomes for and with Māori, in alignment with the strategic priority areas outlined in Kia ora Tāmaki Makaurau (Auckland Council’s Māori Outcome Framework). Progress on how the activities are achieving these outcomes will be reported to the local board on a quarterly basis.

80. Staff recognise that environmental management, water quality and land management have integral links with the mauri of the environment and concepts of kaitiakitanga.

81. Table 2 outlines the activities in the 2023/2024 work programme that contribute towards the delivery of specific Māori outcomes.

Table 2: Māori outcome delivery through proposed activities

Activity name	Māori outcome	Māori outcome description
Climate Action Activator - Waitematā	Kaitiakitanga	The activator will work with mana whenua and mataawaka to identify and deliver low carbon outcomes specific to Māori.
Climate Action Network - Waitematā	Kaitiakitanga
Kia rite kia mau - Climate preparedness and resilience for school communities	Māori identity and culture	The basis of this programme is grounded in Te Ao Māori and will teach a Māori world view of civil defence hazards and climate action.
Newmarket / Middleton stream restoration - Waitematā	Kaitiakitanga Māori business, tourism and employment	This project will help to restore the mauri of the Newmarket Stream by implementing the management plan developed by Te Ngahere. Plants for riparian planting will be sourced from Ngāti Whātua Ōrākei.
Schools treasuring Waiōrea	Te reo Māori Kaitiakitanga Realising rangatahi potential	Common kupu will be used when teaching students about sustainability and environmental concepts. Students will be taught about the concept of kaitiakitanga and encouraged to act as guardians for their local place. Students will be encouraged to see themselves as scientists and shown career pathways, learning skills on a pathway for many green jobs.
Te Wai Ōrea lake and wetland restoration	Māori business, tourism and employment Kaitiakitanga	Mana whenua were engaged to develop the Te mahere whakawhanake i te papa rēhia o Te Wai Ōrea Western Springs Lakeside Te Wai Ōrea Park Development Plan. This project was identified in the plan as an opportunity to have a positive impact on water quality. In addition, where possible plants will be eco-sourced from the Ngāti Whātua Ōrākei nursery.
Urban Ark strategic plan implementation - Waitematā	Kaitiakitanga Realising rangatahi potential	This project will encourage community members to be take actions to protect the environment. In work with local schools, students will be encouraged to see themselves as scientists, learning skills on a pathway for many green jobs.
Waipapa Stream restoration	Māori business, tourism and employment Kaitiakitanga	Ngāti Whātua Ōrākei will be contracted in this work programme to provide native plants and facilitate workshops. Ngāti Whātua Ōrākei have also indicated this stream is an area of cultural significance, and have applied to see this recognised in the Auckland Unitary Plan.
Waipāruru stream restoration	Kaitiakitanga Māori business, tourism and employment Māori identity and culture	Mana whenua representatives have provided input into the development of the ecological restoration plan for Waipāruru Stream and a site visit was undertaken with the Ngāti Whātua Ōrākei kaiwhakahaere kaupapa ā iwi (planning manager). Some changes were made to the restoration plan according to feedback from mana whenua. Where possible plants will be sourced from the Ngāti Whātua Ōrākei nursery.
Waitītiko / Meola Creek restoration - Waitematā	Kaitiakitanga Marae development	Te Mahurehure Marae sits adjacent to the awa and a relationship with the marae is ongoing within the restoration project and kaitiakitanga of the awa.

82. Where aspects of the proposed work programme are anticipated to have a significant impact on activity of importance to Māori then appropriate engagement will be undertaken.

Ngā ritenga ā-pūtea

Financial implications

83. The proposed environment work programme for 2023/2024 totals to $233,250 of the board’s locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total budget for 2023/2024.

84. The proposed work programme also includes $120,000 in asset-based services capital expenditure for a coastal renewal project.

85. Staff would have normally recommended the 2023/2024 programme that was approved in principle with the 2022/2023 work programme. However, given council’s financial position and the need to reduce costs, the 2023/2024 local environmental programme was developed to fit within the available funds. This has meant that some activities have reduced funding.

86. A carry forward of $11,000 has been requested for the Waitematā Waste Away programme, which was delayed owing to contractor capacity, so that it may be completed within the first quarter of the 2023/2024 financial year.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

87. If the proposed Infrastructure and Environmental Services Work Programme is not approved in a timely manner, there is a risk that activities may be delayed or not delivered within the financial year.

88. Resourcing of the work programme is based on current staff capacity within departments. Therefore, changes to staff capacity may also have an impact on work programme delivery.

89. Table 3 shows the key risks associated with activities in the proposed 2023/2024 work programme, as well as proposed mitigations.

Table 3: Key risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Bike hub - Queens Wharf	This programme is dependant on the continuing availability of a suitable location for the bike hub.	Eke Panuku have indicated they will continue to make a space available for a bike hub in the central city.	Low
Climate Action Activator - Waitematā	These programmes depend on the willingness and availability of key stakeholders to participate in working group meetings and invest their time in helping to develop and implement the local board’s climate action plan.	To ensure there is commitment, the programmes will engage with key stakeholders at the earliest opportunity to enable time for planning and preparation.	Low
Climate Action Network - Waitematā			Low
Kia rite kia mau - climate preparedness and resilience for school communities	There is a risk that schools won’t buy-in to commit time and resources to the programme.	Multiple schools will be approached across the board area and highly engaged schools will be given priority.	Low
Schools treasuring Waiōrea			Low
Low Carbon Lifestyles - Waitematā	Home energy efficiency initiatives are most successful when delivered in colder months as participants are more receptive when power bills are high and houses are cold and damp. This creates a risk for delivering the project in the financial year. There is the potential for duplication with other healthy homes initiatives.	The project will commence as early as possible in the season to mitigate this risk. Recipients of support from previous years' Healthy Rentals projects, the Counties Manukau DHB healthy homes initiative (AWHI) or Kāinga Ora's warm and dry programme would be identified through the doorstep conversation to minimise duplication.	Medium
Newmarket / Middleton Stream restoration - Waitematā	There is risk in potential lack of uptake from local community for these programmes. There is also a risk of bad weather on the planned community planting days which could reduce public participation.	The potential for lack of community participation is low as the park ranger involved in the programme has built rapport and is well connected to the community. Contingency plans for bad weather have been included in the project.	Low
Te Wai Ōrea lake and wetland restoration
Waipapa Stream restoration
Waipāruru Stream restoration
Waitītiko / Meola Creek restoration - Waitematā
Urban Ark strategic plan implementation - Waitematā	There is a risk of low community engagement in community conservation.	Urban Ark coordinates multiple established groups in the inner Auckland area, and has been operating since 2016.	Low

90. Where a work programme activity cannot be completed on time or to budget, due to unforeseen circumstances, this will be signalled to the local board at the earliest opportunity.

Ngā koringa ā-muri

Next steps

91. Delivery of the activity in the approved work programme will commence once approved and continue until 30 June 2024. Activity progress will be reported to the local board on a quarterly basis.

92. Where the work programme identifies further decisions and milestones for each activity, these will be brought to the local board when appropriate.

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Infrastructure and Enviromental Services Work Programme 2023/2024 - Waitematā Local Board

Ngā kaihaina

Signatories

Authors

Nicola Perry - Relationship Coordinator

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Glenn Boyd - Local Area Manager

Waitematā Local Board

18 July 2023

Approval of the Waitematā Local Board External Partnerships-Business Associations work programme 2023/2024

File No.: CP2023/09112

Te take mō te pūrongo

Purpose of the report

1. To approve the 2023/2024 Waitematā Local Board External Partnerships-Business Associations work programme and its associated budget.

Whakarāpopototanga matua

Executive summary

2. This report presents the board’s External Partnerships-Business Associations work programme and associated budgets for approval for delivery within the 2023/2024 financial year (see Attachment A).

3. The work programme responds to the following outcomes and objectives that the local board identified in the Waitematā Local Board Plan 2020:

· Outcome 6 - Waitematā businesses are sustainable, innovative, and prosperous.

4. The board provided feedback to staff on the projects it would like to fund in a series of workshops. The board indicated its support for the following activities, with budgets as listed below:

A. Support the Grey Lynn Business Association - $5,000 to increase the number of financial members to achieve and confirm a sufficient level of member support to paying a financial contribution, which is a guide when establishing a new BID programme and targeted rate.

B. Support the Grey Lynn Business Association - $5,000 towards BID establishment consultation and engagement project. This funding will be dependent on achieving activity A above.

C. Support the Grey Lynn Business Association – $12,000 to cover the cost of engaging an independent polling agent to undertake the BID establishment ballot. This funding will be dependent on achieving activity A and B above.

5. The proposed work programme has a total value of $22,000, which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2023/2024 financial year.

6. Updates on the delivery of this work programme will be provided through the board’s quarterly performance reports.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) approve the External Partnerships-Business Associations work programme 2023/2024 outlined in Attachment A.

Horopaki

Context

7. Each year, the local board decides which activities to allocate its annual budget toward, through a series of workshops. The local board feedback in these workshops have informed the work programme.

8. The work programme responds to the outcomes and objectives that the local board identified in the Waitematā Local Board Plan 2020. The specific outcome that are reflected in the work programme is:

· Outcome 6 - Waitematā businesses are sustainable, innovative, and prosperous.

Tātaritanga me ngā tohutohu

Analysis and advice

9. The proposed activities for delivery as part of the board’s Waitematā work programme 2023/2024 are detailed below. See Attachment A for further detail.

Supporting Grey Lynn Business Association (GLBA) – $22,000

10. Activity A - $5,000 for GLBA to continue to increase their financial membership base to 100+.

11. Activity B - $5,000 for GLBA towards the consultation and engagement with commercial property and business owners (those that would pay the BID targeted rate) on the benefits of establishing a BID programme.

12. Activity C - The remaining $12,000 to go towards the cost to engage an independent election agent to undertake the BID establishment ballot.

13. The above funding allocations are subject to GLBA achieving each activity, in order, before the next funding allocation is released.

14. The External Partnerships Team (BID Team) will continue to support and work with GLBA to progress and implement their BID establishment plan, engagement, and ballot. GLBA have retained funds from 2022/2023 which were allocated to cover the cost of the BID collateral engagement material.

15. The GLBA activities align with the board’s following outcome and objective:

· Outcome 6 - Waitematā businesses are sustainable, innovative and prosperous.

· Objective 6.5 - Create great places that support the local economy

Presenting proposals to the local board

16. Before the end of the first quarter (September 2023), GLBA will present to the local board with a progress update and plans, with a timeline, setting out the key priorities and dates to achieve a successful BID ballot. The plan will show:

A. How GLBA propose to utilize the $5000 amount to increase membership to 100+ by 30 December 2023.

B. This allocation is to contribute towards the costs of the BID campaign material, information and communication plan, networking opportunities, 3 public meetings as required and set out in the BID Policy. This funding will be provided if the initial activity A (above), has been achieved.

17. When ready, GLBA will arrange a further presentation at a date in early 2024 to provide an update to the local board on their progress towards a BID ballot, achievements to date and a summary from the engagement and feedback process. At this presentation GLBA will outline to the local board how the remaining $12,000 fund will be used to cover the costs of the ballot, key dates, and reporting requirements to both GLBA members and the local board.

18. After local board considerations and feedback has been received (September 2023), GLBA will be sent a funding agreement outlining activity A and B. This funding agreement will be forwarded to the business association for signing.

19. A second funding agreement will be developed to capture activity C for $12,000. This agreement will be available after GLBA have presented an update to the local board (early 2024) outlining their progress and evidence of support towards establishing a BID. This second funding agreement will then be forward to the business association for signing.

20. The External Partnerships work programme progress will be reported directly to the local board as part of the quarterly local board work programme report produced by Local Board Services.

Tauākī whakaaweawe āhuarangi

Climate impact statement

21. The proposed work programme does not significantly impact on greenhouse gas emissions or contribute towards adapting to the impacts of climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

22. The work programme was developed through a collaborative approach by operational council departments, with each department represented in the integrated team that presented the draft work programme to the local board at a series of workshops.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

23. The proposed External Partnership-Business Association work programme has been considered by the local board in a series of workshops from October 2022 to June 2023. The views expressed by local board members during the workshops have informed the recommended work programme.

24. The activities in the proposed work programme align with the Waitematā Local Board Plan 2020 outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

25. Individual business associations may, through operating their BID programme, identify opportunities for niche support or development of any Māori business sector in their business area.

26. Where aspects of the proposed work programme are anticipated to have a significant impact on activity of importance to Māori, then appropriate engagement will be undertaken.

Ngā ritenga ā-pūtea

Financial implications

27. The proposed External Partnerships-Business Association work programme budget for 2022/2024 is $22,000 of the boards locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total draft budget for 2023/2024.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

28. Table 1 shows the identified significant risks associated with activities in the proposed 2023/2024 work programme.

Table 1: Significant risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
A. Support GLBA to increase financial members to 100+	Not achieving this targeted by 30 December 2023.	Quarterly reporting on progress. The $5,000 funding below is conditional on achieving and completing this activity.	Low
B. Support GLBA towards undertaking the BID establishment consultation and engagement process	Not enough GLBA resources available to contribute and complete this process. Not enough business support identified to progress towards a BID ballot.	Quarterly reporting on progress. The $12,000 funding is conditional on achieving and completing this activity.	Medium
C. Support the Grey Lynn Business Association with the cost of engaging an independent polling agent to undertake the BID establishment ballot.	Insufficient evidence collected to support the establishment of a BID programme and targeted rate.	Delay the balloting dates to provide time to increase the support for a BID establishment. If delayed, carry forward these funds to 2024/2025. This activity funding ($12,000) is conditional on completing activity A and B in a way that makes establishing a BID programme possible. Quarterly reporting on progress.	Low

29. Where a work programme activity cannot be completed on time or to budget, due to unforeseen circumstances, this will be signalled to the local board at the earliest opportunity.

Ngā koringa ā-muri

Next steps

30. Delivery of the activity in the approved work programme will commence on 19 July 2023 and continue until 30 June 2024. Activity progress will be reported to the local board on a quarterly basis.

31. Where the work programme identifies further decisions and milestones for each activity, these will be brought to the local board when appropriate.

Ngā tāpirihanga

Attachments

No.	Title	Page
a	External Partnerships work programme

Ngā kaihaina

Signatories

Authors

Claire Siddens - Principal Advisor

Authorisers

Alastair Cameron - Manager - CCO Governance & External Partnerships

Glenn Boyd - Local Area Manager

Waitematā Local Board

18 July 2023

Approval of the 2023/2024 Waitematā Local Board Customer and Community Services work programme

File No.: CP2023/09119

Te take mō te pūrongo

Purpose of the report

1. To approve the 2023/2024 Waitematā Local Board Customer and Community Services work programme and its associated budget (Attachment A).

Whakarāpopototanga matua

Executive summary

2. This report presents the 2023/2024 Waitematā Local Board Customer and Community Services work programme for approval from the following departments:

· Active Communities

· Connected Communities

· Community and Social Innovation

· Parks and Community Facilities

· Regional Services and Strategy

3. In addition, the 2024/2025 and 2025/2026 Customer and Community Services – Parks and Community Facilities Department work programme is presented for approval in principle.

4. To support the delivery of the local board’s outcomes and aspirations highlighted in the Waitematā Local Board Plan 2020, Customer and Community Services presents a work programme for local board approval each financial year.

5. The work programme details the activities to be delivered by departments within the Customer and Community Services directorate.

6. The work programme has been developed with the local board providing feedback to staff on project and activity prioritisation through a series of workshops, held between May and July 2023.

7. The work programme development process takes an integrated approach to planning activities, involving collaboration between the local board and staff from across the council.

8. Within the Customer and Community Services work programme, the Parks and Community Facilities Department has identified several projects for the 2024/2025 and 2025/2026 financial years as part of the Risk Adjusted Programme (RAP).

9. Approval is sought for the planning and design of the RAP projects to commence during the 2023/2024 financial year, so that they can be prioritised if other, already approved projects, cannot be delivered, face higher costs or are delayed due to unforeseen reasons.

10. The work programme includes projects proposed to be funded from regional budgets subject to approval by the Planning, Environment and Parks Committee, including Slips Prevention, Local Parks and Sports Field Development budgets. The local board can provide formal feedback on these regional projects by way of resolutions to this report.

11. The work programme includes references to the recently approved 2023/2024 Annual Budget decisions, and where relevant, the potential options for the provision of Early Childhood Education (ECE) services.

12. There is a widening shortfall between council revenue and expenditure which has been driven, in part, by the growing range of assets and services provided for Aucklanders, including the investment in infrastructure to address the region’s growth.

13. Furthermore, revenue has been impacted by changing customer behaviours, in part due to the COVID-19 pandemic. Operating and capital costs have increased due to inflationary pressures impacting staff, construction costs, interest and depreciation charges. The 2023 extreme weather events have also impacted both revenues and asset costs. These costs are greater as a result of council’s large and diverse asset base.

14. This has meant a rise in the costs of investing in, maintaining and operation of council’s assets and services. Additional funding pressure has come from the need to put aside money to fund future asset replacement.

15. Auckland Council is facing financial challenges, requiring the need to overcome a forecast budget shortfall of $375 million for the 2023/2024 financial year.

16. Local Boards have a distinct opportunity to help guide decisions and improve council’s financial sustainability, particularly following the 2021 approval to increase local board decision making to include most local community services, as a part of the Governance Framework Review (GFR).

17. In response to changing community needs, local boards are able to improve their revenue through various means including fees, charges and commercial lease arrangements. They can also reduce costs by prioritising or modifying services to help achieve the best community outcomes. Furthermore, to manage high and growing operating and capital expenditure, local boards can divest, consolidate and reprioritise council’s local board asset base.

18. Auckland Council and its local boards also have important statutory obligations with respect to Te Tiriti o Waitangi – The Treaty of Waitangi. Honouring Te Tiriti o Waitangi and supporting Māori outcomes is implicit within the entire work programme.

19. Once approved in July 2023, the local board will receive quarterly progress updates on the delivery of the 2023/2024 work programme.

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) approve the 2023/2024 Customer and Community Services work programme and its associated budget (Attachment A to the agenda report).

b) approve in principle the 2024/2025 and 2025/2026 Customer and Community Services – Parks and Community Facilities only work programme (Attachment A to the agenda report).

c) approve the Risk Adjusted Programme projects identified in the 2023/2024 Customer and Community Services work programme (Attachment A to the agenda report).

d) provide feedback for consideration by the Planning, Environment and Parks Committee on projects funded from the Slips Prevention, Local Parks and Sports Field Development budgets (Attachment C to the agenda report).

e) note that funding for the Coastal Renewals, Slips Prevention, Local Parks and Sports Field Development budgets is subject to approval by the Planning, Environment and Parks Committee.

Horopaki

Context

20. The Auckland Plan 2050 (Auckland Plan) is council’s long-term spatial plan to ensure Auckland grows in a way that will meet the opportunities and challenges ahead. It aims to contribute to Auckland’s social, economic, environmental and cultural wellbeing.

Diagram

Description automatically generated

21. Local board plans align with the Auckland Plan and set out local community priorities and aspirations. The 2023/2024 Customer and Community Services work programme, in turn aligns to not only the local board plans, but the appropriate Auckland Council plans, policies and strategies.

22. Work programme activities align to the following 2020 Local Board Plan outcomes:

· Outcome 1 - Māori are empowered, and their identity and culture is visible

· Outcome 2 - Connected communities that are inclusive, accessible and equitable

· Outcome 3 - High quality urban development that has accessible, versatile, and sustainable public and private spaces

· Outcome 4 - Waitematā is future-focused, green and resilient to climate change

· Outcome 5 - Sustainable transport network that is safe and accessible

23. Development of the work programme is based on consideration of community needs and priorities, availability of resources and funding, Treaty of Waitangi obligations, external partnerships and risk assessment.

24. The Annual Budget for the 2023/2024 financial year included the consideration of a savings target that required the reprioritisation of activities by the local boards. This realignment resulted in some activities being stopped, changed or reduced to contribute toward the required savings.

25. The Customer and Community Services directorate provides a wide range of services, facilities, open spaces and information that support communities to connect, enjoy and embrace the diversity of Auckland’s people, places and natural environment. These are designed and delivered locally to meet the unique needs of the local community.

26. Development of the work programme follows an integrated approach to planning activities through collaboration with the Infrastructure and Environmental Services Directorate and the following departments of the Customer and Community Services Directorate:

· Active Communities

· Connected Communities

· Community and Social Innovation

· Parks and Community Facilities

· Regional Services and Strategy

Tātaritanga me ngā tohutohu

Analysis and advice

27. The work programme demonstrates the phasing of programme and project delivery for the 2023/2024 financial year.

28. Delivery of the work programme commences from 19 July 2023, and in some cases comprises a continuation of implementation from previous financial years, including annually occurring events or projects and ongoing programmes.

29. Table one summarises the approval status required for the three financial years presented within the work programme.

Table one: Customer and Community Services local board work programme approvals

Department	2023/2024	2024/2025	2025/2026
Parks and Community Facilities	Approve	Approve in principle	Approve in principle
All other Customer and Community Services departments	Approve	N/A	N/A

30. Parks and Community Facilities presents a three-year rolling work programme so that delivery and financial commitments against the capital works programme can be planned.

31. Approval of unique multi-year projects, particularly capital works, in the 2023/2024 work programme may lead to contractual commitments to the future budget needed to complete the project in 2024/2025 or 2025/2026.

32. The remainder of Customer and Community Services presents the work programme in descending three-year increments and are therefore only presenting year three of the three-year work programme.

33. The local board will formally be updated by staff on the delivery of the programme by way of quarterly performance reports. Parks and Community Facilities will continue to provide informal monthly updates on work programme performance.

Proposed amendments to the 2023/2024 work programme

34. The local board approved the 2022/2023 Customer and Community Services work programme in June 2022, and approved in principle the 2023/2024 work programme. The 2024/2025 Customer and Community Services – Parks and Community Facilities work programme was also approved in principle at this time.

35. The 2023/2024 work programme contains variations to the version that was approved in principle last year. These include the addition of new activities, changes to existing activities, such as required budget allocation and delivery timeframes, and identifies some activities that have been stopped.

36. Table two highlights the new activities in the work programme:

Table two: Work programme activities that are new

ID	Activity name	Lead department	Budget
3982	Local crime prevention fund, safety initiatives investment	CCS: Connected Communities – Community Delivery	$45,867
TBA	Improve perceptions of safety	CCS: Connected Communities – Community Delivery	TBA
3836	Waitematā - Play Advocacy	CCS: Active Communities – Sport and Recreation	$0
3605	Review of the Waitematā 2016 Greenways Plan	CCS: Parks and Community Facilities – Specialist Operations	$0
29144	Basque Park - implement priority actions	CCS: Parks and Community Facilities – Project Delivery	$65,000
42592	Basque Park - install new connection pathway	CCS: Parks and Community Facilities – Project Delivery	$120,000
32032	Coxs Bay Reserve changing rooms and toilets - general renewals	CCS: Parks and Community Facilities – Project Delivery	$89,000
42538	Francis Reserve - renew community buildings	CCS: Parks and Community Facilities – Project Delivery	$100,000
32025	Freemans Bay Community Centre – full refurbishment	CCS: Parks and Community Facilities – Project Delivery	$50,000
31997	Grey Lynn Library and Community Hall - general refurbishment	CCS: Parks and Community Facilities – Project Delivery	$10,000
42542	Myers Park Kindergarten - refurbishment	CCS: Parks and Community Facilities – Project Delivery	$150,000
32090	Olympic Pools - general renewals - 2023/2024	CCS: Parks and Community Facilities – Project Delivery	$100,000
40291	Olympic Pools - general renewals - 2025/2026	CCS: Parks and Community Facilities – Project Delivery	$0
32148	Open space buildings - renew - 2024/2025 - Waitematā	CCS: Parks and Community Facilities – Project Delivery	$20,000
32149	Open space furniture, fixtures and utilities - renew - 2024/2025 - Waitematā	CCS: Parks and Community Facilities – Project Delivery	$20,613
30843	Open space lighting - renew - 2024/2025 - Waitematā	CCS: Parks and Community Facilities – Project Delivery	$0
33246	Open space park roads and carparks - renew - 2024/2025 - Waitematā	CCS: Parks and Community Facilities – Project Delivery	$0
29153	Open space paths and walkways - renew - 2023/2024 - Waitematā	CCS: Parks and Community Facilities – Project Delivery	$150,000
42552	Open space play spaces - renew 2025/2026 - Waitematā	CCS: Parks and Community Facilities – Project Delivery	$0
30700	Open space signage - renew - 2023/2024 - Waitematā	CCS: Parks and Community Facilities – Project Delivery	$60,000
30842	Open space structures - renew 2023/2024 - Waitematā	CCS: Parks and Community Facilities – Project Delivery	$25,000
32088	Parnell Baths - general renewals - 2023/2024	CCS: Parks and Community Facilities – Project Delivery	$250,000
32140	Pt Erin Pool - general renewals - 2023/2024	CCS: Parks and Community Facilities – Project Delivery	$265,000
32091	Pt Erin Pools - general renewals - 2025/2026	CCS: Parks and Community Facilities – Project Delivery	$0
36756	Seddon Fields - renew sports fields and lighting	CCS: Parks and Community Facilities – Project Delivery	$108,574
32150	Sports and cricket fields, lighting and equipment - renew 2024/2025 - Waitematā	CCS: Parks and Community Facilities – Project Delivery	$0
32089	Tepid Baths - general renewals - 2023/2024	CCS: Parks and Community Facilities – Project Delivery	$250,000
40247	Waitemata - remediate 2023 storm and cyclone damaged assets	CCS: Parks and Community Facilities – Project Delivery	$75,000
32141	Water features - renew 2023/2024 - Waitematā	CCS: Parks and Community Facilities – Project Delivery	$155,000

37. Table three highlights the activities that were approved in principle in June 2022 but have stopped, or proposed activities that did not start, and are therefore not included in the 2023/2024 work programme:

Table three: Work programme activities that have been removed from the work programme

Previous ID	Activity name	Lead department
1180	Additional hours Central Library	CCS: Connected Communities

Financial impacts and constraints

38. A widening shortfall between council revenue and expenditure has been driven, in part, by the growing range of assets and services provided for Aucklanders. This has included investment in infrastructure to address the city’s growth.

39. This has meant a rise in the costs of investing in, maintaining and operation of those assets and services. Additional funding pressure has come from the need to put aside money to fund future asset replacement.

40. This situation has been worsened by ongoing broad economic factors such as rising inflation, higher interest rates, supply chain difficulties and a labour market squeeze, as well as the COVID-19 pandemic impacts for the past couple of years. Recent storm events and the associated repairs make overcoming the budget shortfall even harder.

41. Over the past year, economic conditions have been exceptionally challenging. The change in New Zealand’s inflation rate has been surprising, with the consumer price index rising from less than two per cent to more than seven per cent in a year.

42. In response to the $375 million budget shortfall, a mix of solutions that include operating cost reductions was proposed in the Annual Budget for 2023/2024. This includes a total reduction in local board operating funding of $4 million.

43. This represents approximately one per cent of the total budget that the local boards oversee. Local boards may choose to reduce their allocated funding for locally driven initiatives operating expenditure, as these projects are discretionary.

44. Alternatively, local boards could consider reductions to the asset-based services budgets through changes in levels of service, e.g. reduced facility opening hours.

45. Individual reduction targets for local boards have been allocated based on the Local Board Funding Policy.

Māori Outcomes

46. Local boards play a vital role in representing the interests of all Aucklanders and are committed to the Treaty-based obligations and to enabling effective Māori participation (kia ora te hononga).

47. Auckland Council has important statutory obligations with respect to Te Tiriti o Waitangi. Honouring Te Tiriti o Waitangi and supporting Māori outcomes is implicit within the entire work programme.

48. A thriving Māori identity is Auckland’s point of difference in the world. It advances prosperity for Māori and benefits all Aucklanders.

49. The local boards recognise the importance of building meaningful relationships with mana whenua, mataawaka and whānau, and understanding Māori aspirations.

50. Table four shows the outcomes, objectives and key initiatives from the local board plan that recognise these areas of common interest.

Table four: Local board plan Māori outcomes, objectives and initiatives

Outcomes	Objectives	Initiatives
Māori are empowered, and their identity and culture is visible	· Provide opportunities to celebrate Māori heritage and culture. · Integrate Māori values and sustainable practices into planning, decision-making and delivery.	· Incorporate tikanga practices as part of our local board meetings, events and projects. · Increase the use of te reo Māori in our signage. · Partner with mana whenua to provide Māori naming and narrative throughout our local roads, parks and community places in print, signs and digital formats. · Partner with Māori to celebrate and promote events of significance such as Waitangi Day, Matariki and Te Wiki o te reo Māori (Māori Language Week). · Seek opportunities to reflect Māori stories through the use of public art. · ‘Ka noho’ – wairua and ngākau: Assist rangatahi to connect with mātauranga Māori to nurture skills and awareness around what it means to be self sufficient. · ‘Te tangata’ – tinana: Promote, progress and fund current and emerging initiatives, programmes and groups who are actively committed to the restoration, sustainability and protection of food sovereignty systems within their communities. · Incorporate Māori design principles into new infrastructure e.g. playgrounds and open space designs such as at the proposed Heard Park development. · Support Māori initiatives that minimise waste and encourage recycling infrastructure that connect with te ao Māori values
Connected communities that are inclusive, accessible and equitable	· Provide opportunities to connect communities, through creative and diverse arts, sports, events, and community activities. · Provide accessible and inclusive opportunities and services that meet the needs of our diverse communities.	· Support family friendly and accessible local events such as Parnell Festival of Roses. · Support community organisations and initiatives that foster grassroots participation and community development. · Promote active and healthy lifestyles, ensuring our facilities are fit for purpose such as a comprehensive renewal of Point Erin Pools. · Work with community groups to provide activities and programmes that connect people across generations, diverse ethnic cultures and rainbow communities. · Support activities that bring people into our parks such as the Out and About programme. · Enable spaces for people to connect such as a ‘youth lounge’ and art spaces. · Advocate for the early provision of a public school in the city centre.
High quality urban development that has accessible, versatile, and sustainable public and private spaces	· Activate and enhance our parks, streetscapes and open spaces.	· Seek opportunities to include equipment focused on older children, teenagers and people of different abilities through the park renewals programme. · Support an activation programme at the southern end of Wakefield Street that trials a road closure to create a larger unified Wakefield park. · We will investigate further opportunities to provide well-lit public spaces and areas.

51. There is a wide range of activity occurring across Tāmaki Makaurau to advance Māori outcomes. Much of this is led by mana whenua and Māori organisations, as well government organisations, non-government organisations and businesses.

52. The Auckland Plan’s focus on Māori culture and identity is encapsulated in the outcome: Māori Identity and Wellbeing.

53. Kia Ora Tāmaki Makaurau, council’s Māori outcomes performance measurement framework, captures the majority of council’s Māori outcome strategy and planning. The framework responds to the needs and aspirations that Māori in Tāmaki Makaurau, both mana whenua and mataawaka, have expressed to council.

54. The work programme includes activities that have an objective to deliver outcomes for and with Māori. Attachment B sets out the activities in the work programme that aim to achieve high Māori outcomes in one or more of the strategic priority areas.

55. Table five shows the strategic priority areas and alignment to Kia Ora Tāmaki Makaurau outcomes.

Table five: Local board work programme Māori outcome areas

Strategic priority area	Kia Ora Tāmaki Makaurau outcome
Kaitiakitanga	Kia Ora te Taiao
Māori business, tourism and employment	Kia Ora te Umanga
Māori identity and culture	Kia Ora te Ahurea
Marae development	Kia Ora te Marae
Papakāinga and Māori housing	Kia Ora te Kāinga
Realising rangatahi potential	Kia Ora te Rangatahi
Te reo Māori	Kia Ora te Reo
Effective Māori participation	Kia Ora te Hononga
Whānau and tamariki wellbeing	Kia Ora te Whānau

56. The Customer and Community Services directorate lead or contribute to programmes that align with all outcomes. Particular priorities are Kia Ora te Marae, Kia Ora te Whānau and Kia Ora te Reo.

57. In the current environment there is increasing focus on Kia Ora te Umunga / Māori Business, Tourism and Employment and the role that the council can play, not only in supporting economic recovery, but in a thriving Māori economy.

58. Kia Ora te Ahurea / Māori Identity and Culture is often a focus for local boards, as events and place-based design often plays an important part in many local programmes.

Work programme budget types and purpose

59. Work programme activities are funded from various budget sources, depending on the type of delivery. Some activities within the work programme are funded from two or more sources, including from both local and regional budgets.

60. Table six outlines the different budget types and their purpose in funding the work programme.

Table six: Work programme budget types and purpose

Budget type	Description of budget purpose
Locally Driven Initiatives (LDI)	A development fund used to advance local operational and capital activities at the discretion of the local board
Asset Based Services (ABS)	Allocated to deliver local activities based on decisions regarding region-wide service levels, including allocation of funds for local asset-based services, grants and staff time to deliver activities
Local renewals	A fund dedicated to the partial renewal or full replacement of assets including those in local parks and community facilities
Growth (local parks and sports field development)	Primarily funded through development contributions, a regional fund to improve open spaces, including developing newly acquired land into parks, and existing open space to increase capacity to cater for growing population needs
Coastal	A regional fund for the renewal of Auckland’s significant coastal assets, such as seawalls, wharves and pontoons
Slips prevention	A regional fund to proactively develop new assets for the prevention of landslides and major slips throughout the region
Specific purpose funding	Funds received by the council, often from external sources, held for specific local board areas, including compensation funding from other agencies for land acquisitions required for major projects
One Local Initiative (OLI)	Funds allocated to a local board priority project in alignment with the Long-term Plan 2018-2028
Long-term Plan discrete	Funds associated with activities specifically named and listed in previous long-term plans, including new libraries, community centres and major sports and community infrastructure
Kauri Dieback Funding	Part of the Natural Environment Targeted Rate (NETR) Fund, this is a regional fund used to implement the national kauri dieback programme standards
External funding	Budget from external parties, not yet received and held by Customer and Community Services

Capital projects and budgets

61. The capital projects to be delivered in the Waitematā Local Board area, together with identified budgets and main funding sources, are shown in Attachment A.

62. The budgets associated with the capital works programme are estimates only, costs are subject to change and may need to be refined as the project progresses through the design and delivery process. Once activity details are more clearly defined, staff will update the work programme for approval in subsequent years.

Risk Adjusted Programme

63. The Risk Adjusted Programme was first implemented in 2019 and is designed to mitigate risk so that the total budget is delivered.

64. Several capital projects in the 2024/2025 and 2025/2026 work programme have been identified as part of the Risk Adjusted Programme and outlined in Attachment A.

65. Local board approval is sought for the commencement of these projects in the 2023/2024 financial year, so that they can be prioritised if other, already approved projects, cannot be delivered or are delayed due to unforeseen reasons.

Regionally funded activities included in the local board work programme

66. Some activities from the Slips Prevention and Local Parks and Sports Field Development (growth) budgets are funded regionally and will be presented to the Planning, Environment and Parks Committee for approval after 30 June 2023.

67. The local board has decision-making responsibility for these activities within parameters set by the Governing Body, which include project location, scope, and budget. These activities are therefore included in the work programme.

68. The local board can provide feedback on the activities outlined in Attachment C. Staff will present this feedback to the Planning, Environment and Parks Committee when they consider regionally funded activities.

Process for changes to the approved work programme

69. Some projects in the work programme require further local board decisions as they progress through the delivery process.

70. Where further decisions are anticipated they have been indicated in the work programme. Decisions will be sought as required through local board business meetings.

71. In response to more detailed design and costing information, community consultation, consenting requirements and similar factors, amendments to the work programme or specific projects may also be required as projects progress.

72. Amendments to the work programme or specific projects will be managed in accordance with the established local board delegations to staff.

73. The work programme includes community leases. Lease renewals without variations will be processed by way of a memo, in accordance with agreed delegations.

74. Should the local board signal their intent to change or pursue a new lease that is not contemplated in the leasing work programme, a deferral of an item already programmed for delivery will need to be accommodated.

75. Staff will workshop expired and more complex community leases with the local board and then report on them at a business meeting.

Tauākī whakaaweawe āhuarangi

Climate impact statement

76. As Customer and Community Services is a significant service provider and property owner, the directorate has a leading role in delivering Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan.

77. In providing asset-based services, Customer and Community Services contributes most of council’s operational greenhouse gas (GHG) emissions through its facilities and infrastructure.

78. Property managed by the directorate, in particular coastal assets, will be adversely affected by climate change. The work programme includes actions, consistent with Te Tāruke-ā-Tāwhiri to halve council’s operational GHG emissions by 2030, and to adapt to a changing climate.

79. Actions include reducing operational GHG emissions through phasing-out gas heating in aquatic centres, improving the efficiency of facilities, investing in renewable energy, and adopting the Sustainable Asset Policy.

80. At the same time, the directorate will mitigate GHG emissions and improve climate resilience through delivering tree planting programmes across the region. This includes the transitioning of unproductive farmland on regional parks to permanent native forest and delivering ecological restoration projects with community groups.

81. Recent significant weather events have influenced criteria for renewing assets. Each renewal project will be assessed for flood plain impacts, as well as any new known consequences council has experienced due to the weather.

82. Work is ongoing to build on the above actions and embed climate change considerations into investment decision-making, planning, and corporate policies, including asset management plans and local board plans.

83. As approved through the 10-year Budget 2021-2031, council’s mandated approach to ‘deliver differently’ is also anticipated to help reduce the council carbon footprint by creating a sustainable service network. This may include a shift to digital service models or the consolidation of services into a smaller footprint.

84. Each activity in the work programme has been assessed to identify whether it will have a positive, negative or neutral impact on greenhouse gas emissions, and affect Auckland’s resilience to climate change.

85. The activities in the Waitematā Local Board work programme identified as having a positive or negative impact on climate change are outlined in Attachment D.

86. Types of activities in the work programme that will have positive impacts on emissions and improve community resilience to climate change, include community-led environmental and educational programmes, supporting volunteer planting, delivering council-led planting and sustainable design.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

87. The Customer and Community Services work programme was developed collaboratively by staff from the directorate’s departments and Local Board Services, to ensure that the activities and delivery of the work programme are integrated, complementary, and reflect council wide priorities.

88. Development of the work programme also follows a cooperative approach to planning activities through association with other directorates like the Infrastructure and Environmental Services Directorate.

89. Examples of collaboration on delivery are the kauri dieback programme which is delivered by the Parks and Community Facilities and the Infrastructure and Environmental Services directorate, as well as pathway connections funded by Auckland Transport but delivered by Parks and Community Facilities.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

90. The feedback received from the local board through a series of workshops in May and June 2023 has informed the proposed Customer and Community Services work programme.

91. A focus area of the work programme is to respond to local board aspirations through consideration of the local board plans. The work programmes consider communities of greatest need and the building of capacity within those communities through community-led delivery and partnerships.

92. Planning and delivery of some activities involves consultation with the community to ensure that their aspirations are understood and responded to.

Tauākī whakaaweawe Māori

Māori impact statement

93. The provision of services, facilities and open spaces support the realisation of the aspirations of Māori, promote community relationships, connection to the natural environment and foster holistic wellbeing of whānau, hapū and iwi Māori.

94. Attachment B shows local board projects or programmes that are ranked as delivering ‘high or moderate’ Māori outcomes. They involve ongoing collaboration with Māori or are delivered by Māori.

95. Projects or programmes in Attachment A may also contribute to Māori outcomes but are not highlighted as they are identified to have a low or no impact.

96. It is recognised that engagement with Māori is critical. If not already completed, engagement will occur on a programme or individual project basis, where appropriate, prior to any work commencing. Engagement outcomes with Māori will be reported back separately to the local board at the appropriate time.

97. Further information about the response to Māori aspirations as described in the work programme, is captured in the Analysis and Advice section.

Ngā ritenga ā-pūtea

Financial implications

98. Each activity line has a budget allocation in one or more of the financial years e.g. 2023/2024, 2024/2025 and 2025/2026. Where activity lines show a zero-dollar operating expense (opex) budget, this reflects implementation costs met through staff salary or other funding sources.

99. The 2023/2024 activities recommended for local board approval can be accommodated within 2023/2024 budgets and staff resources.

100. The budgets allocated to activities in the financial years 2024/2025 and 2025/2026 in the Parks and Community Facilities budgets are indicative, and are subject to change due to any increased costs, inflation or reduction to the overall available annual council budget that may occur.

101. Table seven summarises the budget sources and allocation for each work programme financial year.

Table seven: Waitematā Local Board budget allocation

Local budgets	2023/2024 (approve)	2024/2025 (approve in principle Parks & Community Facilities only)	2025/2026 (approve in principle Parks & Community Facilities only)
Operational (Opex): Locally Driven Initiatives (LDI)	1,185,609	108,108	108,108
Opex: Asset Based Services (ABS)	22,159,767	0	0
Capital (Capex): Local Asset Renewals - Budget (ABS)	5,850,114	8,895,906	5,433,255
Capex: Local Asset Renewals - Proposed Allocation (ABS)	5,850,114	8,895,906	5,413,255
Advanced Delivery RAP*	0
Capex: Local Asset Renewals - Unallocated budget (ABS)	0	0	20,000
Capex: Locally Driven Initiatives (LDI) – Budget	202,000	581,617	1,125,859
Capex: Locally Driven Initiatives (LDI) - Proposed Allocation	170,000	230,000	50,000
Advanced Delivery RAP*	0
Capex: Locally Driven Initiatives (LDI) - Unallocated budget	32,000	351,617	1,075,859
Capex: Growth projects Allocation	0	500,000	1,500,000
Capex: Slips Prevention projects Allocation	437,298	1,214,255	0
Capex: Specific Purpose Funding - Allocation	3,155,000	7,060,000	5,262,945
Capex: One Local Initiative	0	0	0
Capex: Long-term Plan discrete	0	0	0
Capex: Natural Environment Targeted Rate	0	0	0
Capex: External Funding Allocation	648,074	5,000,000	0
TOTAL ALLOCATIONS	10,388,594	22,528,269	10,854,308

* See paragraphs 63 to 65 for RAP explanation

102. The budgets are based on the allocations in the Long-term Plan 2021-2031. Budgets are subject to change during council’s Annual Budget and future long-term plan processes. Where decisions on the Annual Budget result in budget reductions, the work programme will need to be amended to align to these budgets via future decisions of the local board.

103. During delivery of the 2023/2024 work programme, where an activity is cancelled or no longer required, the local board can reallocate the associated budget to an existing work programme activity or create a new activity within that financial year. This process will include agreement from each department and will need to be formally resolved on by the local board.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

104. The most significant risk is that delivery of the Customer and Community Services work programme is dependent on the local board approving the work programme by 18 July 2023. Approval of the work programme later into the financial year will result in delays to delivery.

105. The majority of operational (opex) activities in the work programme are ongoing and occur annually. Risks associated with these activities have been identified in previous years and are managed on an ongoing basis.

106. Storm recovery investigation work is still in progress. In most cases, some provision has been made to manage the impacts, but mitigation will need to be refined and worked through with the local boards.

107. There are constraints with accessing geotechnical reports and assessing the asset need and location. Consideration also needs to be given to long term flood impacts. Insurance proceeds need to be understood and will, in part, reduce the liability of recovery. Unfortunately, the many insurance claims will take time to assess and process.

108. Table eight outlines the key risks and mitigations associated with the work programme once it has been approved.

Table eight: risks and mitigations

Risk	Mitigation
Non-delivery, time delays and budget overspend of activities that are managed through the work programme.	Having agreed processes to amend the work programme if activities need to be changed or cancelled. Utilising the Risk Adjusted Programme to progress those activities identified as ready to proceed under the Risk Adjusted Programme at the beginning of the financial year.
Health, safety and wellbeing factors, including external influences relating to work programme delivery may impact the delivery of activities, resulting in activities requiring adjustment.	Health and safety assessments will be conducted prior to commencement of projects. Work programme activities and projects will be adjusted accordingly where these risks occur during the delivery phase.
Extenuating economic and environmental conditions, as well as the possibility of further COVID-19 outbreaks, may continue to create capex delivery challenges, including increased material and labour costs, as well as shortages in both sectors, this in turn will lead to increased overall project costs and may lead to delays in project delivery.	Development of the work programme has included consideration of potential impacts on delivery due to extenuating economic and environmental conditions, as well as possibly of further COVID-19 outbreaks for all activities. Timeframes for some activities are set to enable delivery within the agreed timeframe despite possible delays. Increased costs and delays will be managed as part of the ongoing management of work programmes via additional RAP projects, and the rephasing of projects to accommodate increased budget and address material shortages. Where activities need to be cancelled the local board can reallocate the budget to other activities.
Adverse weather impacts - delays to construction due to soft ground conditions and being unable to construct in the rain has impacted delivery of the capex work programme in the 2022/2023 financial year. Should this continue, which with climate change is likely, this will once again impact delivery.	Having agreed processes to amend the work programme if activities need to be changed or cancelled. Delays will be managed as part of the ongoing management of work programmes via additional RAP projects.
The geopolitical factors may result in further inflationary and supply chain pressures.	Potential inflationary pressures have been modelled into key forecasts, however, uncertainties remain. The ongoing cost increase may become unsustainable, and may require a reprioritization of potential work programmes, capital spend and a potential discontinuation of some programmes.

Ngā koringa ā-muri

Next steps

109. Delivery of the Customer and Community Service work programme is scheduled to start on 19 July 2023 and continue until 30 June 2024.

110. Regionally funded projects are an exception and will commence after they have been approved by the Planning, Environment and Parks Committee in August 2023.

111. The local board will receive progress updates on a quarterly basis, with the first quarterly report available in November 2023.

112. When further decisions for activities are needed at project milestones, these will be brought to the local board at the appropriate time.

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Customer and Community Services Work Programme 2023-2024
b	Māori Outcomes
c	Regional Projects
d	Climate Impact

Ngā kaihaina

Signatories

Authors

Justine Haves - General Manager Regional Services & Strategy

Mirla Edmundson - General Manager Connected Communities

Dave Stewart - General Manager Active Communities

Taryn Crewe - General Manager Parks and Community Facilities

Tania Pouwhare - General Manager Community & Social Innovation

Authorisers

Claudia Wyss - Director Customer and Community Services

Glenn Boyd - Local Area Manager

No.	Title	Page
a	Waitematā Community Grants Programme 2023/2024

No.	Title	Page
a	Waiheke Local Board - Notice of Motion - Chair Handley - Caulerpa

Waitematā Local Board

18 July 2023

Council-controlled organisation update on work programme items (Apr-Jun 2023) and expected milestones (Jul-Sep 2023)

File No.: CP2023/08482

Te take mō te pūrongo

Purpose of the report

1. To provide the Waitematā Local Board with a council-controlled organisation (CCO) update on the work programme (Apr-Jun 2023) and expected milestones and engagement approaches in its area for Quarter One (Jul-Sep 2023).

Whakarāpopototanga matua

Executive summary

2. The 2022/2023 CCO Local Board Joint Engagement Plans were adopted in June 2022. These plans record CCO responsibilities and local board commitments with Auckland Transport, Tātaki Auckland Unlimited, Eke Panuku Development Auckland and Watercare.

3. Local boards and CCOs were expected to review the joint engagement plans (CCO responsibilities and local board commitments) in June 2023. Due to annual budget impacts and CCO staff restructures, this review is now recommended to occur in September 2023.

4. CCOs provide local boards with the CCO work programme in their area. Each work programme item lists the engagement approach with the local board, activity status, updates and milestones anticipated for the next quarter.

5. Providing local boards with the CCO work programme addresses the 2020 CCO Review’s recommendation to coordinate CCO actions better at the local level.

6. As per the 2022/2023 CCO Local Board Joint Engagement Plans:

· CCOs, when creating their work programme, consider the priorities identified in the local board plan and any relevant strategies or policies specific to the local board area

· Local boards advise CCOs of issues or projects of significance, communicate the interests and preferences of their communities and allow for flexibility in terms of engagement, recognising differing levels of interest.

7. CCOs and local boards workshop the CCO work programme and engagement approach regularly to identify and maximise opportunities for good community outcomes within the local board area.

8. This report provides a formal update on the CCO work programme items from April to June 2023 and the engagement approach and anticipated milestones for Quarter One (Jul-Sep 2023).

9. The Waitematā Local Board will receive the next update in October 2023 which will include an update on projects from Quarter One (Jul-Sep 2023) and expected milestones and engagement approaches for work in Quarter Two (Oct-Dec 2023).

Ngā tūtohunga

Recommendation/s

That the Waitematā Local Board:

a) whiwhi / receive the council-controlled organisation update on the work programme (Apr-Jun 2023) and anticipated milestones and engagement approaches for Quarter One (Jul-Sep 2023).

Horopaki

Context

What are CCO Local Board Joint Engagement Plans?

10. The 2020 Review of Auckland Council’s council-controlled organisations recommended that CCOs and local boards adopt an engagement plan to:

· help cement CCO and local board relations

· agree on a common understanding of accountability between CCOs and local boards

· coordinate CCO actions better at the local level.

11. These plans record the commitment between Auckland Transport, Tātaki Auckland Unlimited, Eke Panuku Development Auckland, Watercare and the local boards to work together.

12. Each local board adopted their 2022/2023 CCO Local Board Joint Engagement Plans in June 2022. These plans include CCO responsibilities and local board commitments.

13. This report does not update the CCO responsibilities and local board commitments. Local boards were expected to revise their engagement plans in June 2023. Due to annual budget impacts and CCO staff restructures, this is now recommended to occur in September 2023.

What are the CCO work programme items?

14. CCOs provide local boards with a work programme that lists the different CCO projects happening in the local board area.

15. The work programme is not a full list of projects in the Waitematā Local Board area. It includes work programme items for engagement purposes. Providing local boards with the CCO work programme addresses the 2020 CCO Review’s recommendation to coordinate CCO actions better at the local level.

16. As per the joint engagement plans:

· CCOs, when creating their work programme, consider the priorities identified in the local board plan and any relevant strategies or policies specific to the local board area

· Local boards advise CCOs of issues or projects of significance, to communicate the interests and preferences of their communities and to allow for flexibility in terms of engagement, recognising differing levels of interest.

17. Each work programme item records an engagement approach with the local board, activity status, updates and milestones anticipated for the next quarter.

18. The CCO work programme is intended to be reported through a local board business meeting quarterly for clarity and transparency. These updates may include the following types of changes:

· new work programme items and proposed engagement level

· changes to the engagement approach with the local board

· updates to status or anticipated milestones during the next quarter.

19. The work programme and engagement approach are workshopped regularly between CCOs and local boards to identify and maximise opportunities for good community outcomes within the local board area.

20. The engagement approach is based on the International Association for Public Participation (IAP2) standards which are provided in Table 1 below. Note that the “involve” and “empower” categories are not included in the CCO reporting as decided when the joint engagement plans were adopted.

Table 1: International Association for Public Participation (IAP2) Engagement Approach Levels

CCO engagement approach	Commitment to local boards
Inform	CCOs will keep local boards informed.
Consult	CCOs will keep local boards informed, listen to and acknowledge concerns and aspirations, and provide feedback on how local board input influenced the decision. CCOs will seek local board feedback on drafts and proposals.
Collaborate	CCOs will work together with local boards to formulate solutions and incorporate their advice and recommendations into the decisions to the maximum extent possible.

21. Local boards received the last update to the CCO work programme and engagement approach in April 2023.

Tātaritanga me ngā tohutohu

Analysis and advice

22. The following sections list changes since April 2023 to the CCO work programme for any:

· completed work programme items

· new work programme items

· changes to engagement levels.

23. The below sections also include any key highlights from the CCO work programme.

24. More detailed updates to the CCO work programme are provided in Attachments A-D.

Auckland Transport

Completed work programme items since April 2023

25. Auckland Transport has completed the following work programme items:

· Multiple Modes - Northwestern dual path

· Safety - Davis Crescent crossing

New work programme items since April 2023

26. Auckland Transport has added new projects to the work programme including:

· Regional Programmes - Parking Strategy

· Regional Programmes – Regional Public Transport Plan

· Mills Lane & Exchange Lane

· Wellesley Street Bus Improvements

· Victoria Carpark Logistics Hub

Changes to work programme item engagement levels since April 2023

27. Auckland Transport’s work programme items are provided in Attachment A.

Tātaki Auckland Unlimited

Completed work programme items since April 2023

28. Tātaki Auckland Unlimited has completed the following work programme items:

· There are no completed work programme items to report

New work programme items since April 2023

29. A Tātaki Auckland Unlimited has added new projects to the work programme including:

· Activating Auckland’s Innovation Network

Changes to work programme item engagement levels since April 2023

30. Tātaki Auckland Unlimited’s work programme items are provided in Attachment B.

Eke Panuku Development Auckland

Completed work programme items since April 2023

31. Eke Panuku Development Auckland has completed the following work programme items:

· There are no completed work programme items to report.

New work programme items since April 2023

32. Eke Panuku Development Auckland has added new projects to the work programme including:

· There are no new work programme items to report.

Changes to work programme item engagement levels since April 2023

Watercare

Completed work programme items since April 2023

33. Watercare has completed the following work programme items:

· There are no completed work programme items to report.

New work programme items since April 2023

34. Watercare has added new projects to the work programme including:

· Central Interceptor Herne Bay Extension

Changes to work programme item engagement levels since April 2023

35. Watercare’s work programme items are provided in Attachment D.

Tauākī whakaaweawe āhuarangi

Climate impact statement

36. This report does not have a direct impact on climate, however the projects it refers to will.

37. Each CCO must work within Te Tāruke-ā-Tāwhiri: Auckland's Climate Action Framework. Information on climate impacts will be provided to local boards on a project or programme basis.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

38. Local boards advise CCOs of issues or projects of significance, communicate the interests and preferences of their communities and allow for flexibility in terms of engagement, recognising differing levels of interest.

39. The joint engagement plans and work programme items are shared with the integration teams that implement local board work programmes and give council staff greater ongoing visibility of CCO work programmes.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

40. This report on the CCO work programme items ensures the communication of clear, up-to-date information from CCOs to local boards on projects in their area.

41. As per the joint engagement plan, CCOs, when creating their work programme, consider the priorities identified in the local board plan and any relevant strategies or policies specific to the local board area.

Tauākī whakaaweawe Māori

Māori impact statement

42. This report does not have a direct impact on Māori, however the projects it refers to will.

43. Local boards and CCOs provide opportunities for Māori to contribute to their decision-making processes. These opportunities will be worked on a project or programme basis.

Ngā ritenga ā-pūtea

Financial implications

44. This report does not have financial impacts on local boards.

45. Any financial implications or opportunities will be provided to local boards on a project or programme basis.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

46. Some local boards expressed concern over the quality of CCO work programme reporting in April 2023 and provided views on requiring more regular engagement with CCOs. All local board resolutions in April 2023 were sent to the relative CCO staff for their consideration.

47. If local boards prefer a more formal commitment for workshops with their CCOs, this arrangement can be addressed through revision of the next CCO joint engagement plans (CCO responsibilities and local board commitments) in September 2023.

Ngā koringa ā-muri

Next steps

48. The local board will receive the next CCO work programme report in October 2023 which will include an update on projects from Quarter One (Jul-Sep 2023) and expected milestones for work in Quarter Two (Oct-Dec 2023).

49. CCOs and local boards will have an opportunity to workshop the CCO forward work programme through August and September before the next report in October 2023.

50. CCOs and local boards are expected to revise their next joint engagement plans (CCO responsibilities and local board commitments) in September 2023.

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Auckland Transport Waitematā
b	Tātaki Auckland Unlimited Waitematā
c	Eke Panuku Waitematā
d	Watercare Waitematā

Ngā kaihaina

Signatories

Authors	Maclean Grindell - Senior Local Board Advisor
Authorisers	Glenn Boyd - Local Area Manager

Chairperson	Genevieve Sage
Deputy Chairperson	Greg Moyle, (JP, ED)
Members	Alexandra Bonham
	Allan Matson
	Richard Northey, (ONZM)
	Anahera Rawiri
	Sarah Trotman, (ONZM)

Authors	Katherine Kang - Democracy Advisor
Authorisers	Glenn Boyd - Local Area Manager